COLLEGE OF ENGINEERING & RURAL TECHNOLOGY

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MAHINDRA & MAHINDRA Ltd.SIDCUL, HARIDWAR (UTTRA KHAND)

An industrial training report submittedIn partial fulfillment of my Bachelor degree

In(Mechanical Engineering)

&PROJECT

ON BOLERO SLX/SLE MOULDED ROOF WRINKLES

Submitted To: Submitted By: Mr. D.P. Singh Mr. MOHAN TYAGI Lect. -ME-Dept. ME- 4th YEAR CERT MEERUT R.No.-0707040033

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DECLARATION

This training program has been undertaken during the summer break 2010 as

a trainee by me after completion of my third year under the guidance of my

mentor Mr. Sanjay Kumar Samantaray (Asst. Manager CQA).

Further I would like to declare that this project is my original work and has

been prepared solely for academic purpose.

This project has not been presented in any seminar or submitted elsewhere

for the award of any degree or diploma.

Countersigned by:

Mentor:

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Acknowledgement

GRATITUDE IS THE HARDEST EMOTION TO EXPRESS AND OFTEN

ONE DOES NOT FIND ADEQUATE WORDS TO CONVEY ONE’S ENTIRE

FEELING. I EXPRESS MY SINCERE GRATITUDE AND DEEP INDEBTEDNESS

TO THE H.R. MANAGEMENT FOR GRANTING ME THE PERMISSION ME AS A

SUMMER TRAINEE.

I OWN MY GRATITUDE TO MAHINDRA & MAHINDRA Ltd.

HARIDWAR FOR PROVIDING ME THE OPPORTUNITY TO UNDERGO

PROJECT AND ALLOWING ME TO GAINED VAST KNOWLEDGE ABOUT THE

INDUSTRY AND THE OTHER ASPECTS OF THE ORGANISATION DURING

OUR TRAINING PERIOD.

IT IS MY FOREMOST DUTY TO EXPRESS MY DEEP SENSE OF

GRATITUDE AND RESPECT TO Mr. SANJAY Kr. SAMANTARAY (Asst. Manager

CQA) FOR HIS VALUABLE GUIDENCE AS WELL AS UPLIFTING TENDENCY

AND INSPIRING ME FOR TAKING UP TRAINING AND COMPLETING IT

SUCCESSFULLY.

I GREATLY APPRECIATE HIS MOTIVATION AND UNDERSTSNDING

EXTENDED FOR THIS PROJECT WORK AND VERY THANKFUL TO HIM FOR

HIS ENCOURAGEMENT AND INSTRUCTIONS OTHERWISE IT COULD NOT

HAVE BEEN POSSIBLE FOR ME.

I AM ALSO VERY THANKFUL TO EACH AND EVERY STAFF OF

MAHINDRA & MAHINDRA WHO GAVE THEIR SUPPORTS IN THEIR OWN

WAYS.

AS WE KNOW WELL THAT NO WORK IS POSSIBLE WITHOUT THE

HELP OF PARENTS AND TEACHERS SO I THANK MY PARENTS AND

TEACHERS WITH MY HEART WHO MOTIVATED ME TO EXTEND TO MY

REACH AND WITH THEIR SUPPORT I HAVE BEEN ABLE TO COMPLETE THIS

WORK.

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Training Details

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NAME: MOHAN TYAGI.

YEAR: 2010.

ORGANIZATION: MAHINDRA & MAHINDRA Ltd. SIDCUL, HARIDWAR (UTTRA KHAND). PLACE OF TRAINING: SIDCUL, HARIDWAR (UTTRA KHAND). DESIGNATION OF GUIDE: Mr. SANJAY KUMAR SAMANTARAY Asst. MANAGER CQA (CUSTOMER QUALITY ASSURANCE) Dept.

PERIOD: FROM- 6th JULY 2010 To 2nd AUGUST 2010.

DURATION: 28- DAYS.

FIELD OF TRAINING: CQA. (CUSTOMER QUALITY ASSURANCE) Dept.

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TABLE OF CONTENTS

DECLARATION………………………………………….3ACKNOWLEDGEMENT………………………………..4TRAINING DETAIL……………………………………...5   INTRODUCTION OF COMPONY…………………………7

1.1 AIM & ESTABLISHMENT OF THE COMPANY………………121.1.1      Establishment of the company1.1.2    Types of services/products given/produced1.1.3      Mission statement and aim of the company

 1.2       POLICY OF THE COMPANY…………………………………15

1.3 MAHINDRA QUALITY SYSTEM…………………………….16      

1.4      DEPARTMENTS OF THE COMPANY………………………..25

1.5 LIMITATIONS……………………………………………………27 Do’s and Don’ts in the Organization

2. WORK EXPERIENCE …………………………………………..28     Description the department I worked in. A brief introduction

        

4. CONCLUSION…………………………………………..44  What did I learn?

    How will this experience help me in the future? 

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INTRODUCTION OF COMPONY

HistoryFew groups can identify as closely with India's destiny and industrial progress as the Mahindra Group. In fact, Mahindra is like a microcosm of India. Both were born around the same time, had the same aspirations and both experienced the inevitable troughs

and crests in the journey towards their goals. And both continue to march on the path to progress and global recognition.

The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United States of America as Chairman of the India Supply Mission. He met Barney Roos, inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of inspiration: wouldn't a

vehicle that had proved its invincibility on the battlefields of World War II be ideal for India's rugged terrain and its kutcha rural roads? Swift action followed this thought. The Mahindra brothers joined hands with a distinguished gentleman called Ghulam Mohammed & on October 2nd, 1945, Mahindra & Mohammed was set up as a franchise for assembling Jeeps from Willys, USA.   Two years later, India became an independent nation and Mahindra & Mohammed changed its name to Mahindra & Mahindra. Ghulam Mohammed migrated to Pakistan post-partition and became the first Finance Minister of Pakistan.    Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved into a Group that occupies a premier position in almost all key sectors of the economy. The Group's history is studded with milestones. Each one taking the Group forward. In fact, today, its total turnover is about 6.3 billion dollars.   Mahindra is a group in a hurry, engaged in an ambitious, sustained and prolonged penetration into the global arena. Its spirit can be encapsulated in the words of the poet Robert Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal Nehru:"The woods are lovely, dark and deep,But I have promises to keep,And miles to go before I sleep, And miles to go before I sleep."

For Mahindra & Mahindra, this translates into many more milestones to be set up

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before it rests. If ever.

Group Overview

Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and is now a US $7.1 billion Indian multinational. It employs over 1,00,000 people across the globe and enjoys a leadership position in utility vehicles, tractors and information technology, with a significant and growing presence in financial services, tourism, infrastructure development, trade and logistics. The Mahindra Group today is an embodiment of global excellence and enjoys a strong corporate brand image.

Mahindra is the only Indian company among the top tractor brands in the world. It is today a full-range player with a presence in almost every segment of the automobile industry, from two-wheelers to CVs, UVs, SUVs and sedan. Mahindra recently acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra REVA), strengthening its position in the Electric Vehicles domain.

The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam.

Mahindra is also one of the few Indian companies to receive an A+ GRI checked rating for its first Sustainability Report for the year 2007-08 and has also received the A+ GRI rating for the year 2008- 09.

The Group at a Glance 

  Automotive

  Domestic Operations

  International Operations

  Mahindra Renault Private Limited (MRPL)

  Mahindra Navistar Automotives Limited (MNAL)

  Mahindra Navistar Engines Private Limited (MNEPL) 

 After-Market Sector

  Mahindra Spares Business

  Mahindra First Choice

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  Mahindra First Choice Wheels Ltd. 

 

Farm Equipment Sector

  Domestic Operations

  International Operations

  Mahindra Gujarat Tractor

  Mahindra Agribusiness

  Mahindra Powered

  Mahindra USA

  Mahindra Australia

  Mahindra China Tractors 

 Financial Services Sector

  Mahindra & Mahindra Financial Services Ltd (Mahindra Finance)

  Mahindra Insurance Brokers Ltd.

  Mahindra Rural Housing Finance Ltd (MRHFL) 

 Infrastructure Development Sector

  Mahindra Holidays & Resorts

  Mahindra Life spaces Developers Limited

  Mahindra World City

  Mahindra Infrastructure Developers

  Acres Consulting Engineers   Information Technology Sector

  Tech Mahindra

  Bristlecone   Mahindra 2 Wheelers   Mahindra Systech

  Forgings

     • Mahindra Forgings Limited - India  • Mahindra Forgings Europe - Ag

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  - GSA  - Schonoweiss & Co GMBH   - JECO  - Stokes UK   - Falkenroth

  Engineering Services

     • Mahindra Engineering  • Engines Engineering Italy  • Mahindra Aerospace

  Stampings

  Steel

  Ferrites

  Contract Sourcing

  Telematrices

  Composites

  Castings

  Gears

      • Mahindra Sar Transmissions  • Metalcastello Italy

 

 Speciality Businesses

  Mumbai Mantra

  Mahindra Defense System 

 Mahindra Partners

  Mahindra Odys sea

  Mahindra Inter trade

  Mahindra Steel Service Center

  Mahindra Middle East Electrical Steel Service Centre (MMESSC)

  Mahindra Logistics Ltd.

  Mahindra Retail

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The Management > Board of Directors The Board of Directors of the Company has, as its members, eminent persons from Industry, Finance, Investment and other branches of business, who bring diverse experience and expertise to the Board. The Company's current Board of Directors is as follows:  

NAME DESIGNATION      1. Mr. Keshub Mahindra   Chairman      2. Mr. Anand G. Mahindra Vice Chairman and Managing

Director     3. Deepak Shantilal Parekh Director      4. Nadir Burjorji Godrej Director      5. M. M. Murugappan Director      6. Bharat Narotam Doshi Executive Director & Group Chief

Financial Officer (Group CFO)       7. Arun Kumar Nanda Executive Director      8. Narayanan Vaghul Director      9. Dr. Ashok Sekhar Ganguly Director     10. R. K. Kulkarni Director     11. Anupam Pradeep Puri Director     12. Arun Kanti Das Gupta Nominee of LIC    

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AIM & ESTABLISHMENT OF THE COMPANY

Establishment of the companyThe birth of Mahindra & Mahindra began when K.C. Mahindra visited the United States of America as Chairman of the India Supply Mission. He met Barney Roos, the inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of inspiration: wouldn't a vehicle that had proved its invincibility on the battlefields of World War II be ideal for India's rugged terrain and its kutcha rural roads?Swift action followed this thought. The Mahindra brothers joined hands with a distinguished gentleman called Ghulam Mohammed & on October 2nd, 1945, Mahindra & Mohammed was set up as a franchise for assembling Jeeps from Willys, USA.Two years later, India became an independent nation and Mahindra & Mohammed changed its name to Mahindra & Mahindra. Ghulam Mohammed migrated to Pakistan post-partition and became the first Finance Minister of Pakistan.

Types of products producedHaridwar Plant: Haridwar i.e. 'Hari ka dwar'- the gateway to God, is around 190kms from Delhi and is very well connected by trains and buses. It is also one of the many pilgrimage spots that are situated along the length of the holy Ganga. In Hindu mythology, it is known as Kapilsthan. According to the myth, drops of nectar churned out from the primordial ocean and fell at the four sites of the Kumbh fair, which included Haridwar

This holy land is also the location of Mahindra's fifth full scale plant after Kandivli, Nasik, Igatpuri and Zaheerabad. The plant is set up primarily for the manufacture of three wheelers of different load capacities and range. The total plant area is 34.78 acres with a built up area of 6.05 acres. The total employee strength at the plant is around 226.With manufacturing facilities like Conveyorized Assembly line the Vehicle Assembly Capacity is 80 units per day.

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The Mahindra Group’s Automotive Sector is in the business of manufacturing and marketing utility vehicles and light commercial vehicles, including three-wheelers. It is the market leader in utility vehicles in India since inception, and currently accounts for about half of India’s market for utility vehicles. Although created in 1994 following an organizational restructuring, the Automotive Sector can trace its antecedents back to 1954. The iconic Jeep that led American G.I.s to victory in World War II is the very same vehicle that drove the Mahindra Group to success in the Automotive Sector. Mahindra & Mahindra Limited, the flagship company of the Group, was set up as a franchise for assembling general purpose utility vehicles from Willys, USA.Over the years, the Group has developed a large product portfolio catering to a diverse customer base spanning rural and semi-urban customers, defense requirements and luxurious urban utility vehicles. In 2002, it launched the indigenously engineered world-class sports utility vehicle-Scorpio, which bridges the gap between style and adventure, luxury and ruggedness, and performance and economy.

Presenting India's first compact truck. A truck that’s built to save for you. It gives an unmatched mileage of 27 kmpl and scores really low on

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maintenance. Its 0.5 ton, compact truck box ensures maximum space is utilised in intra city operations.

MAHINDRA VEHICLES

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Mission statement and aim of the company Core Purpose'We don't have a group-wide mission statement. Our Core Purpose is what makes all of us want to get up and come to work in the morning.' Anand G. MahindraIndians are second to none in the world. The Founders of our nation and of our Company passionately believed this. We will prove them right by believing in ourselves and by making Mahindra & Mahindra Limited known world-wide for the quality of its products and services.

POLICY OF THE COMPANY       ‘The customer is always right’      ‘Do not harm the environment’      ‘Staff must wear uniform’

Core ValuesOur Core Values are influenced by our past, tempered by our present, and will shape our future. They are an amalgam of what we have been, what we are and what we want to be.

ProfessionalismWe have always sought the best people for the job and given them the freedom and the opportunity to grow. We will continue to do so. We will support innovation and well reasoned risk taking, but will demand performance.

Customer FirstWe exist and prosper only because of the customer. We will respond to the changing needs and expectations of our customers speedily, courteously and effectively.

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Quality FocusQuality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it 'First Time Right'.

Dignity of the IndividualWe will value individual dignity, uphold the right to express disagreement and respect the time and efforts of others. Through our actions, we will nurture fairness, trust and transparency.

MAHINDRA QUALITY SYSTEM (MQS)In Mahindra quality system there are many techniques used. The techniques are:

1. 7 QC TOOLS Flow Chart Check Sheet Histogram Pareto Diagram Scatter Diagram Cause and Effect Diagram Control Chart

2. KAIZEN3. POKA YOKE4. BRAIN STORMING5. 5W + 1H Questions

FLOW CHART:

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What Is a Flowchart?A diagram that uses graphical symbols to depict the nature and flow of the steps in a process.

Benefits of Using Flowcharts• Promote process understanding• Provide tool for training• Identify problem areas and improvement opportunities• Depict customer-supplier relationships

Symbols Used in FlowchartsStart / End

Process Step

Decision NO

YESConnector

Measurement

How do we get started?Many methods for constructing Flowcharts have been described and you can safelyuse any one of them, as long as you start out by doing these things:! Identify the right people to develop the chart.! Determine what you expect to get from the Flowchart.! Identify who will use it and how.! Define the level of detail you need.! Establish the boundaries of the process to be improved.

CHECK SHEET:What it is:A check sheet is a simple form you can use to collect data in an organizedmanner and easily convert it into readily useful information. With a checksheet, you can:• Collect data with minimal effort.• Convert raw data into useful information.• Translate opinions of what is happening into what is actually happening.In other words, “I think the problem is . . .” becomes “The data says theproblem is . . .”

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How to use it:Clearly identify what is being observed. The events being observed shouldbe clearly labeled. Everyone has to be looking for the same thing.Keep the data collection process as easy as possible. Collecting data shouldnot become a job in and of itself. Simple check marks are easiest.Group the data. Collected data should be grouped in a way that makes thedata valuable and reliable. Similar problems must be in similar groups.Be creative. Try to create a format that will give you the most informationwith the least amount of effort.

HISTOGRAM:What is a Histogram?A Histogram is a vertical bar chart that depicts the distribution of a set of data. UnlikeRun Charts or Control Charts, which are discussed in other modules, a Histogramdoes not reflect process performance over time. It's helpful to think of a Histogramas being like a snapshot, while a Run Chart or Control Chart is more like a movie.

Category 1 Category 2 Category 3 Category 40

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Series 1Series 2Series 3

LSLLSL

USL

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When should we use a Histogram?When you are unsure what to do with a large set of measurements presented in atable, you can use a Histogram to organize and display the data in a more userfriendlyformat. A Histogram will make it easy to see where the majority of valuesfalls in a measurement scale, and how much variation there is. It is helpful toconstruct a Histogram when you want to do the following! Summarize large data sets graphically. When you look at Viewgraph 6,you can see that a set of data presented in a table isn’t easy to use. You canmake it much easier to understand by summarizing it on a tally sheetand organizing it into a Histogram! Compare process results with specification limits. If you add theprocess specification limits to your Histogram, you can determine quicklywhether the current process was able to produce "good" products.Specification limits may take the form of length, weight, density, quantity ofmaterials to be delivered, or whatever is important for the product of a givenprocess. Viewgraph 14 shows a histogram on which the specification limits,or "goalposts," have been superimposed. We’ll look more closely at theimplications of specification limits when we discuss Histogram interpretationlater in this module.! Communicate information graphically. The team members can easilysee the values which occur most frequently. When you use a Histogram tosummarize large data sets, or to compare measurements to specificationlimits, you are employing a powerful tool for communicating information.! Use a tool to assist in decision making. As you will see as we movealong through this module, certain shapes, sizes, and the spread of data havemeanings that can help you in investigating problems and making decisions.But always bear in mind that if the data you have in hand aren’t recent, or youdon’t know how the data were collected, it’s a waste of time trying to chartthem. Measurements cannot be used for making decisions or predictions.

PARETO DIAGRAM:What is a Pareto Chart?A Pareto Chart is “a series of bars whose heights reflect the frequency or impact ofProblems. The bars are arranged in descending order of height from left to right.This means the categories represented by the tall bars on the left are relatively moresignificant than those on the right”. The chart gets its name from the ParetoPrinciple, which postulates that 80 percent of the trouble comes from 20 percent ofthe problems. Viewgraph 1 highlights the elements of this definition.

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Why should teams use Pareto Charts?You can think of the benefits of using Pareto Charts in economic terms (Viewgraph2). “A Pareto Chart breaks a big problem into smaller pieces (and) identifies thebiggest contributors. . . (It can) help us get the most improvement with the resourcesavailable by showing where to focus efforts in order to maximize achievements. ThePareto Principle states that a small number of causes accounts for most of theproblems. Focusing efforts on the ‘vital few’ causes is usually a better use ofvaluable resources”

When should we use a Pareto Chart?A Pareto Chart is a good tool to use when the process you are investigatingproduces data that are broken down into categories and you can count the number oftimes each category occurs.No matter where you are in your process improvement efforts, Pareto Charts can behelpful, “. . . early on to identify which problem should be studied, later to narrowdown which causes of the problem to address first. Since they draw everyone'sattention to the ‘vital few’ important factors where the payback is likely to be greatest,(they) can be used to build consensus. In general, teams should focus their attentionfirst on the biggest problems—those with the highest bars”.Making problem-solving decisions isn’t the only use of the Pareto Principle. SincePareto Charts convey information in a way that enables you to see clearly thechoices that should be made, they can be used to set priorities for many practicalapplications in your command. Some examples are:! Process improvement efforts for increased unit readiness! Skills you want your division to have! Customer needs! Suppliers! Investment opportunities

CAUSE AND EFFECT DIAGRAM:What is a Cause-and-Effect Diagram?A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possiblecauses of a specific problem or quality characteristic (Viewgraph 1). It graphicallyillustrates the relationship between a given outcome and all the factors that influencethe outcome. This type of diagram is sometimes called an "Ishikawa diagram"because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of theway it looks.

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When should a team use a Cause-And-Effect Diagram?Constructing a Cause-and-Effect Diagram can help your team when you need to! Identify the possible root causes, the basic reasons, for a specific effect,problem, or condition.! Sort out and relate some of the interactions among the factors affecting aparticular process or effect.! Analyze existing problems so that corrective action can be taken.

CONTROL CHART:What is a Control Chart?A control chart is a statistical tool used to distinguish between variation in a process resulting from common causes and variation resulting from special causes. It presents a graphic display of process stability or instability over time Every process has variation. Some variation may be the result of causes which are not normally present in the process. This could be special cause variation. Some variation is simply the result of numerous, ever-present differences in the process.This is common cause variation. Control Charts differentiate between these twotypes of variation.

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Why should teams use Control Charts?A stable process is one that is consistent over time with respect to the center and thespread of the data. Control Charts help you monitor the behavior of your process todetermine whether it is stable. Like Run Charts, they display data in the timesequence in which they occurred. However, Control Charts are more efficientthat Run Charts in assessing and achieving process stability.Your team will benefit from using a Control Chart when you want to (Viewgraph 2)Monitor process variation over time.Differentiate between special cause and common cause variation.Assess the effectiveness of changes to improve a process.Communicate how a process performed during a specific period.

SCATTER DIAGRAM:

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A Scatter Diagram is used to interpret data by graphically displaying the relationship

between two variables.

0 2 4 6 8 10 120

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Series1

A SCATTER DIAGRAM IS USED FOR:

1. Validating "hunches" about a cause-and-effect relationship between types of

variables (examples: I wonder if students who spend more time watching TV have

higher or lower average GPA's?; is there a relationship between the production

speed of an operator and the number of defective parts made?; is there a

relationship between typing speed in WPM and errors made?)

2. Displaying the direction of the relationship (positive, negative, etc.) (examples:

Will test scores increase or decrease if the students spend more time in study

hall?; will increasing assembly line speed increase or decrease the number of

defective parts made?; do faster typists make more or fewer typing errors?)

3. Displaying the strength of the relationship (examples: How strong is the

relationship between measured IQ and grades earned in Chemistry?; how strong is

the relationship between assembly line speed and the number of defective parts

produced?; how strong is the relationship between typing faster and the number of

typing errors made?)

KAIZEN

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Kaizen focuses on small, gradual, and frequent improvements over the long term with minimum financial investment and with participation by everyone

in the organization.My own work people oriented low costs shared information an

Accumulatio of Small Changes Continuous Improvement.

POKA YOKE POKA YOKE (mistake-proofing) is an approach for mistake-proofing

processes using automatic devices or methods to avoid simple human error.

POKA YOKE ExamplesMachines have limit switches connected to warning lights that tell the operator when parts are positioned improperly on the machine.

Fast food restaurants use automated french-frying machines that can only be operated one way; the french fries are prepackaged and the equipment automated to reduce the chance of human error.

BRAIN STORMING:It is a tool used by a team for creative exploration of options in an environment of free criticism.It provide creative and restricted exploration of options or solutions.

BENEFITS OF BRAIN STORMING Creativity Large number of ideas Involvement of team member Sense of ownership in decision Input to other tools

GROUND RULES Active participation by everyone NO discussion no debate Build on other ideas Display ideas presented ideas

5W + 1H Questions

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What is done? Why should it be done?

Who does the work? Why does she do it?

Where is the work done? Why should it be done here?

When is the work done? Why should it be done this time?

How is the work done? Why is it be done this way?

DEPARTMENTS OF THE COMPANY:

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There are many departments in the company described below:1. CQA (Central Quality Assurance) Dept.2. R&D (Research & Development) Dept.3. Logistics Dept.4. Production Dept.5. IT’S Dept.6. PD&C (Product Development & Control) Dept.7. Maintenance Dept.8. SQA Dept.

CQA (Central Quality Assurance) Dept.:

The general objective of quality assurance department is to enhancement of product and service quality and an increase of customer satisfaction. To achieve this objective, CQA should reach the following goals:

Continuous and consistent development, implementation and maintenance of quality assurance management system

Staff training and compliance with the requirements of the quality assurance management

Quality control over provided products and services in accordance with The Rules and Standards of the company

Developing and making arrangements for enhancing the quality of provided products and services

Organizing and conducting internal audit of the quality assurance management system

Organizing and controlling corrective and preventing actions of quality management

Control over equipment and production process Control over product output Investigation of customer claims

R&D (Research & Development) Dept.:

The phrase research and development (also R and D or, more often, R&D), according to the Organization for Economic Co-operation and Development, refers to "creative work undertaken on a systematic basis in order to increase the stock of knowledge, including knowledge of man, culture and society, and the use of this stock of knowledge to devise new applications"New product design and development is more often than not a crucial factor in the survival of a company. In an industry that is fast changing, firms must continually revise their design and range of products. This is necessary due to continuous technology change and development as well as other competitors and the changing preference of customers.

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Logistics Dept.:

The work of logistics department is to provide the inventory to the company. It ensures the demand of a company and provide sufficient inventory to the company when required.

Production Dept.:

The work of production department is to ensure the market demand and to produce the product according to it. So the measure concern of production department is the quantity of the product that is demanded in market.

IT Dept.:

The work of IT department is to ensure the connectivity of server to the computers and to check the data of all computers with an audit. The audit takes after a constant period or suddenly to check unused data.

PD&C (Product Development & Control) Dept.:

The phrase product development & control, according to the Organization for Economic Co-operation and Development, refers to "creative work undertaken on a systematic basis in order to increase the stock of knowledge, including knowledge of man, culture and society, and the use of this stock of knowledge to devise new applications"New product design and development is more often than not a crucial factor in the survival of a company. In an industry that is fast changing, firms must continually revise their design and range of products. This is necessary due to continuous technology change and development as well as other competitors and the changing preference of customers.

Maintenance Dept.

The maintenance department ensures the working condition of machines in the company.Means maintenance department work on the maintenance of machines used in production. It also ensures the timing of plant of whole assembly line.

LIMITATIONS:

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The limitations of the company are described in terms of Do’s and Don’ts in the Organization:

Do’s and Don’ts in the Organization:

Do’s and Don’ts means what should be done and what should not be done in the organization;

Do’s-

Punctuality (timeliness),

Maintaining healthy and cordial relationship with the people in organization.

Understanding the work culture.

Obeying direct orders from the seniors.

Showing a sense of belonging with the organization.

Maintaining proper Line and Staff Relationship with the seniors and subordinates (If Any).

Don’ts-

Do not take the training lightly and casually.

Do not give an impression that you are doing the training just for the sake of it. Put your heart and soul.

Do not involve in internal politics.

Do not reveal you weaknesses.

Do not lie to your seniors.

Do not waste your time.

Do not copy any material. Be original.

Do not go for leave unless it is indispensable.

Do not ask for favors.

WORK EXPERIENCE:

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I worked in the company as a trainee in CQA department and I learn many things in the company. The experience cannot be described in words.The experience gained by me in the company is;

Description the department I worked in:I work in the CQA department which described below:

CQA (Central Quality Assurance) Dept.

Quality assurance is a part of quality management which represents a complex process focused on creation of the confidence that the corresponding requirement to quality is kept, and includes all the factors and the actions needed for achievement of the appropriate quality level of products and services. Many enterprises have Quality assurance departments which provide, develop and maintain a system of quality assurance management. Such system covers not only processes of sampling, working with specifications and organizing researches, but also development of documentation and techniques which guarantee satisfactory quality of products and services.

The work of CQA is focused, first of all, on preventing the claims from customers. In case of receiving such claims on quality of provided products and services, the department starts searching the reasons and effects of the revealed discrepancies. Quality Assurance means the completion of a project in accordance with the previously agreed specifications and functionality required without defects and possible problems.

The general objective of quality assurance department is to enhancement of product and service quality and an increase of customer satisfaction. To achieve this objective, CQA should reach the following goals:

Continuous and consistent development, implementation and maintenance of quality assurance management system

Staff training and compliance with the requirements of the quality assurance management

Quality control over provided products and services in accordance with The Rules and Standards of the company

Developing and making arrangements for enhancing the quality of provided products and services

Organizing and conducting internal audit of the quality assurance management system

Organizing and controlling corrective and preventing actions of quality management

Control over equipment and production process Control over product output Investigation of customer claims

Based on our wish that future generations may live in safety and comfort, we are

adopting the user perspective and always aim to create and deliver reliable

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products that are environment-friendly and that generate true customer satisfaction.

Systematic Quality

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In order to ensure the effective, positive

operation and implementation of the

quality management systems, TQS 9000

Audits are performed, which also provide

further opportunities to raise quality levels.

Guidance for Internal Audits is provided

continuously and actions are taken

regularly to enhance the skills of auditors

so that TQS 9000 assessments lead directly

to quality improvements.

Guidelines help in ensuring uniformly high quality across the organization

CQA has created its own unique quality framework in the form of the TQS 9000 system.To implement the system, various guidelines were established in order to help to eliminate differences between departments and ensure uniformity. Guidelines exist for tasks such as internal audits, clean room management, and manufacturing plant information handling. While not absolutely binding, the guidelines are very useful in raising awareness and improving the overall level of the quality system.

Human Resource Quality

Fostering quality awareness among employees

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CQA's quality assurance activities are implemented under participation of the entire staff. "Human Resource Quality" plays a major role in achieving quality that really inspires customer satisfaction.What is required of all employees, whether they work in research and development, manufacturing, or administrative divisions, is maintaining a high awareness of quality. This is premised on the philosophy of working awareness; what customer satisfaction means to CQA and what each individual should do to achieve it.In addition to training and education, practical implementation tests, and information sharing, quality awareness among all employees is also raised through best practices and "quality enlightenment" programs. Quality related feedback from the field is always incorporated into these activities.

Fostering and improving the skill level of quality engineers

Quality engineers and technicians of course play a leading role in quality assurance activities. Their operations are divided into three major categories as depicted below. In order to consistently create and deliver high-quality products, a deep-rooted company culture must be sustained by skills that are constantly updated and improved. We are always aiming at skill improvement and are training specialists in the respective fields.

Comment from a quality engineer    

As a quality engineer, my daily work involves the development of methods for

evaluating the reliability of new products. This is aimed at producing high quality

output and trying to prevent problems before they happen. I try to go to actual

production sites as often as possible, in order to see conditions for myself and to

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communicate with the engineers and staff there. I believe that sharing information in

this way helps us develop better methods. At the same time, we also apply trial and

error techniques in order to improve the efficiency of product evaluation. I will

continue to strive for even better and more meaningful evaluation methods, so that we

can meet the high expectations and justify the trust that customers are placing in us.

The end result is bound to be higher customer satisfaction.

Reliability Center

Reliability Center Analyzes and Assesses CQA Product Quality, Reliability, and Safety

The Reliability Center, a subdivision of the Quality Assurance Department, is in charge of supporting reliability testing at the time of new product development, assessment of new products, and analyzing failures of products. In addition to the Technical Center in Ichikawa City, Chiba Prefecture, the Center also has a testing site in the Akita region. The results of analysis and assessments performed at each site are used to develop higher-quality products. The Center also performs key research and technology development work from a long-term perspective, including research on the latest electronics technologies, to the research in the new fields that will be also important to CQA operations.In April 2000, the CQA Reliability Center obtained ISO/IEC17025 certification, as the first such site in Japan in the area of environmental testing of electronic components. The Hirasawa site of the CQA Reliability Center obtained ISO/IEC17025 certification in January 2007 for chemical testing of harmful substances analysis.

Reliability and Safety Testing

CQA products undergo rigorous and extensive testing under

every conceivable condition to ensure that they deliver the

performance required by customers under their respective use

environments and conditions. These tests verify that the tested

products have the quality required under international and

industry-wide standards, customer standards, as well as CQA

internal standards.

Failure Analysis

The Center analyzes failures relating to reliability and safety,

   

Scanning electron

microscope (SEM)

Laser microscope

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clarifying the root causes, and providing the results to the

business groups for improvement.

Application Technology Support

The Center provides support for practical application of

technologies in electronic components including electrode

formation, terminal soldering, protection using resin, and

packaging.

Evaluation of Restricted Substances

The center evaluates and analyzes products to ensure

compliance with environmental regulations regarding

restricted materials and substances, both for major

constituents and secondary materials. Equipment for testing is

also installed at product sites in Japan as well as overseas, to

provide evaluation and analysis capabilities.

Random vibration testing

machine

Constant Temperature &

Humidity Chamber

Measurement Control Center

Periodic calibration is essential to maintain and regulate the accuracy of measurement equipment. Based on a product quality system that conforms to ISO 9001 standards, CQA operates sophisticated calibration equipment and highly reliable calibration services in-house.Measurement reference equipment meeting national and international traceability requirements is installed at the Measurement Control Center and is used to maintain and regulate the accuracy of the company's measurement devices. A companywide labeling system for measurement devices serves for identification, and information on the devices is recorded and managed by computer.Using a periodic schedule based on accumulated past data, employees of the Measurement Control Center make rounds in the CQA Measurement Testing Service Car, providing testing and calibration services.

If testing reveals a problem, the Measurement

Control Center informs the division using the

measurement device, which then decides in the

most appropriate course based on the results of the

tests.

   

Environmental test chamber

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When a problem with a measuring device is

detected, environmental testing is performed as

required to determine the reliability of the

equipment and the degree of stability.

Testing processes are automated as much as

possible, using the latest state-of-the-art devices, in

order to minimize the risk of human error and

maximize the accuracy of measurement data.

An automatic calibration system developed in-

house aims at further improving measurement data

accuracy and speeding up the calibration process.

Block gauge auto calibration system

Surface shape measurement system

CS (Customer Satisfaction) Activities

CQA supplies components as a flagship product line not only to electronic device set manufacturers directly linked to end consumers, but also to assembly manufacturers and component manufacturers. In doing so, CQA makes every effort to ensure customer satisfaction (CS), through the three avenues as follows, and strives to achieve general satisfaction, encompassing quality, cost, delivery, environmental efforts and services, in order to become the company of choice for potential customers.

Supplier evaluation information, whereby our business customers evaluate CQA

products

Product-related complaint information from our customers

CS evaluation, whereby sales staff members evaluate CQA products from a

customer's point of view

Supplier Evaluation Information

CQA obtains the results of supplier evaluations as completed by its customers. The evaluation ranks the different levels of customer satisfaction, with an "A" indicating that the customer is fully satisfied. CQA keeps track of changes in the percentage regarding the A rank, and passes this information to the relevant division responsible to improve CS.

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Product-Related Complaints

CQA maintains a database of product-related complaints filed by customers both in India and overseas. Information is sent online to the involved departments without delay, so that swift action can be taken to improve CS.In addition, this system is designed to automatically send significant complaints to top management.

CS Evaluation

In order to become the supplier of choice for our customers, our sales staff members make sure that they understand the needs of our customers. CQA makes every effort to improve CS by quickly understanding the details of customer complaints, and providing feedback to the relevant divisions so that they may take necessary remedial action.

And there many sub dept. for checking quality of the product.

1. Standard Room.2. FAI (Final Assurance Infection).3. CAI (customer assurance inspection)4. WRAP (Warranty Related Action Points).5. RFI (Ready for Inspection).6. RFD (Ready for Dispatch).7. NOVA-C (New Overall Vehicle Audit-Customer).

These all departments are for the customer satisfaction.

A BREIF INTRODUCTION:

Mahindra HARIDWAR Plant is actually an assembly line plant normally involved in the production of:

1. Bolero 2. Alfa 3. GIO 4.Champion

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5 models of Bolero are being produced which are1. SLX2. SLE3. DI4. Longer(Non-AC)5. Longer (AC)

Production of Bolero involves assembling of parts at 4 different levels or lines:1. Trim Line2. Chassis Line3. Engine Line4. Main Line

Trim Line Trim line involves the body and its various fitments.

Major Steps:1. Removal of Facia.2. Fitment of Felt, Firewall, PU foam, Roof Sealer (if absent), Roof Covering, etc.3. Accelerator cable, Speedo Cable,Bonnet Cable, Clutch Beading fitment.4. Brake Booster; Accelerator, Clutch and Brake Pedal fitment.5. Combination Lamp, Instrument Cluster, Battery fitment.6. Lock and Windscreen Fitment.7. Blower Fitment and various Harness wire fittings.

Chassis LineSteps following in

1. Chassis inversion and Rear axle fitment 2. Suspension Fitment involving leaf spring and rear shock absorber and upper and

lower suspension arms along with springs and shock absorbers3. Pressure Application for joining upper and lower suspension arms4. Filling differential oil and GB valve fitment5. Power steering ,Stead wire, Stabilizing wire fitment 6. Fuel tank, Fuel pipe and Breather pipe fitment

Engine LineSteps

1. Pressure plate and Clutch plate mounting on Engine2. Assembling Transmission and Engine and mounting belt connecting Engine and

power steering.3. Power Steering oil tank and Brake booster hose pipe fitment

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4. Engine harness fitment and some of its connections like ground connections, connections to compressor, alternator, fuel injector pump and transmission system.

Main LineSteps

1. Brake Beading fitment( including that for handbrake) and connections to GB valve and front and back wheels

2. Engine mounting on chassis, propeller shaft fitment3. Body mounting followed by basic connections such as Brake Booster

connections, Battery connections, Power window switch connections etc.4. Fascia preparation involving Headlight fitment, coolant tank fitment etc. 5. Radiator Fitment followed by Fascia Mounting, Brake and Clutch Bleeding and

Tire mounting6. Horn and Bonnet Lock fitment, Air filter mount and Headlight and AC pipe

connections.7. Ac gas filling , Steering fitment and finally Wiper Fitment

CONCLUSION

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What did I learn?

Summer training is an integral part of any B-Tech curriculum in the country. It serves as the only direct exposure to an organization and its ways of functioning during the entire curriculum. The summer training in any technology course is very important for the students and it will help in future when an student goes to company.

“This program is the most effective aid in enabling the students to relate technical theory to practice, and in making an informed career choice." Courses are intended to provide a cross-functional orientation in basic technical concepts, quantitative methods and analytical skills. Since immediacy of application is not stressed at this stage, the person can take his own time to reflect on the subjects and internalize the concepts. Once this conceptual framework is in place, it needs to be tested under real life conditions. The technical institutes cannot simulate the real life conditions of an engineer. Although innovative tools like case studies do attempt to address these limitations, they fail to capture the reality. Therefore, we need some mechanism by which transfer of skills takes place from the classroom to the workplace. Summer training beautifully fills this gap. It gives him a chance to experiment because mistakes are not penalized while hard work is definitely rewarded. Not only does a student get an opportunity to implement the concepts, but skill learning is faster because of the constant and immediate feedback from his peers and managers.

Students, especially those with little or no work experience, are slightly confused about the discipline in which they want to specialize and pursue their career. Summer training gives them an opportunity to closely interact with the organization and help identify the pros and cons of various career choices. Armed with this knowledge and understanding, they can take an informed decision about the portfolio elective courses in which they want to specialize

Prof. K. Unnikrishnan Nair says:

“The student should not rigidly confine himself to the narrow boundaries of the project which he is currently undertaking. He should also observe the processes, interactions and the human relations in the organization. Just observing people at their work could be a tremendous learning experience.”

During his summer training, which is for a period of one/two months, the trainee gets to see the culture of the organization, how the organization copes with crises and how the engineers handle stress under varied situations. When he goes back to the institute, he can share his experiences with his fellow classmates and learn from their individual experiences. This will help him in not only mentally preparing himself about the lifestyle and pressures of a engineer but also evolving a distinct way of dealing with diverse business situations.

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How will this experience help me in the future?

The meaning of Training is to learn a skill. Training is the act of increasing the knowledge and skill of a person for doing a particular job. Training enables to acquire latest skills, thus increase versatility for qualification for busting carrier. It provides better safety, remuneration and security. It also enables to drive greater satisfaction and utilize the full skills and capacity. Proper training teaches proper operation and changes the wrong attitude and also tells the safe points.You just imagine student who are in 2nd and/or 3rd year of their degree course right now they will spend a few years finishing college and a few year just learning the ropes at their first job. So it will really be about 5 year before their career really starts. What will the software technology would be like at that student can work on acquiring right now to ensure that they are well positioned to thrive.Summer training for engineering students is important because it is the time to obtain as much knowledge about their field. As an engineering student, training can help you to implement the concepts you learned at your classes. After learning concepts from professors, lecturers and also from books we feel like we now know everything and we can now develop any type of program based on those concepts but the fact is that learning a concept and implementing a concept both are different things, both are tightly coupled but still there are differences. It is true that without learning a concept you can’t implement it, but just learning a concept doesn’t mean that you can correctly implement it.Actual challenges appear when we have to develop real-world software. All the software/program based on the concepts you may had already learned during your engineering course, but there are lot more things involved in developing a live application (that is to be used by some business organization) and those things can be learned only from a good software companies productive environment and never taught at classes. Training helps you to learn those things that are available only at production environment and by working on a live project.Training develops confidence in whatever we have learned. After completing training you will feel much confident about your field. If your concepts not clear or you have confusions with them, then at the time of interview, exams or in professional life you face many problems. All experienced people always like to hear accurate to the point solution to every problem, your carrier depends on your sharpness, intelligence and of-course your confidence. So as much as possible, clear your confusions and get new ideas of your fields with the help of summer training, project training and become confident and sincere about your future.

 

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THANKINGYOU

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